Based on the Bangladesh experience, this chapter provides reflection and lessons learned from preparatory study up to realization start of BDP 2100. These lessons will be combined with briefly mentioned other international findings, e.g., from the Netherlands and Vietnam. The lessons learned from the Bangladesh experience show in the first place the necessity for optimal exchange and collaboration of government institutions and involved other parties or countries. Trust and respect as well as the willingness to collaborate and share many valuable assets as knowledge, manpower and financial resources are basic requirements for a fruitful joint process. Besides, attention for specific aspects of cross cultural collaboration are important to come to mutual gain and strategy activities fitting in administrative culture and societal expectations. In the course of time from the start early 2014 till 2024, a number of episodes with their own characteristic focus and activities have been identified and indicated as adaptation practices. Managing a process of adaptation and transformation means in fact leading professional practitioners in their performance of a sequence of deliberate practices. An adaptive process is recurring although there will be differences in how elaborate practices need to be performed after the first round. Keeping a collective memory alive is important for continuation. A well-known factor is the potential break or gap between practices of strategy formulation and practices of execution also because these practices take place by different practitioners in completely different places. Knowledge and reasons behind choices and priorities may evaporate quickly. Even the sense of urgency can easily be lost in busy daily routine affairs when, e.g., the main strategizing organization transfers measures for realization to executing agencies. In the approach presented here, realization of transformations (institutional, financial, capacity building, technical) and start of execution of measures started already during the strategy process and application of practices. Because preparation of measures and interventions needs the experience and technology of executing agencies, they are from the beginning involved in the strategy process and capacity building. To increase effectiveness, they can be even more involved in the strategy process and in the preparation of execution of, e.g., no regret measures. Another aspect is that, although Bangladesh is a centralized unitary state, execution of measures and interventions could for reasons of effectiveness and involvement be stronger embedded in regional and local institutions next to the national level. Utilizing community-based adaptation also in addition to national actions, is essential to mobilize local people to contribute in the adaptive activities with their capacities and technologies.

Lessons Learned from the Bangladesh Experience

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发表日期：

2025年

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Jaap M. de Heer,
Giasuddin Ahmed Choudhury

摘要

Based on the Bangladesh experience, this chapter provides reflection and lessons learned from preparatory study up to realization start of BDP 2100. These lessons will be combined with briefly mentioned other international findings, e.g., from the Netherlands and Vietnam. The lessons learned from the Bangladesh experience show in the first place the necessity for optimal exchange and collaboration of government institutions and involved other parties or countries. Trust and respect as well as the willingness to collaborate and share many valuable assets as knowledge, manpower and financial resources are basic requirements for a fruitful joint process. Besides, attention for specific aspects of cross cultural collaboration are important to come to mutual gain and strategy activities fitting in administrative culture and societal expectations. In the course of time from the start early 2014 till 2024, a number of episodes with their own characteristic focus and activities have been identified and indicated as adaptation practices. Managing a process of adaptation and transformation means in fact leading professional practitioners in their performance of a sequence of deliberate practices. An adaptive process is recurring although there will be differences in how elaborate practices need to be performed after the first round. Keeping a collective memory alive is important for continuation. A well-known factor is the potential break or gap between practices of strategy formulation and practices of execution also because these practices take place by different practitioners in completely different places. Knowledge and reasons behind choices and priorities may evaporate quickly. Even the sense of urgency can easily be lost in busy daily routine affairs when, e.g., the main strategizing organization transfers measures for realization to executing agencies. In the approach presented here, realization of transformations (institutional, financial, capacity building, technical) and start of execution of measures started already during the strategy process and application of practices. Because preparation of measures and interventions needs the experience and technology of executing agencies, they are from the beginning involved in the strategy process and capacity building. To increase effectiveness, they can be even more involved in the strategy process and in the preparation of execution of, e.g., no regret measures. Another aspect is that, although Bangladesh is a centralized unitary state, execution of measures and interventions could for reasons of effectiveness and involvement be stronger embedded in regional and local institutions next to the national level. Utilizing community-based adaptation also in addition to national actions, is essential to mobilize local people to contribute in the adaptive activities with their capacities and technologies.